| When you think of employee performance evaluations, | | | | that there are no surprises later. |
| what is your first reaction? | | | | More important, quarterly previews allow both parties |
| Many shudder at the thought; supervisors dread writing | | | | to be more open in the discussion and this usually |
| the report and employees feel anxiety over potential | | | | reveals whether the manager and employee are in |
| surprises in their annual review. | | | | synch. If not, this is a perfect time to clarify differences |
| Why do so many managers fail to take advantage of | | | | so that you depart the meeting with a common |
| the opportunities present? | | | | understanding about goals and expectations going |
| Change Your Message | | | | forward. |
| Supervisors want to get the job done and employees | | | | During the unscheduled weekly meetings, leaders use |
| want to get a good review, so why not satisfy both? | | | | impromptu opportunities to coach and mentor their |
| Instead of providing feedback only when required on | | | | team. Here, feedback enables employees to confirm |
| an annual basis, consider implementing a habitual | | | | that they are doing things correctly while providing the |
| program that reinforces success and minimizes failure. | | | | leader an opportunity to coach in those areas that |
| Leaders take advantage of the formal evaluation | | | | need improvement. |
| process and use it to train and mentor their team. | | | | Make it Win-Win |
| Positive results occur when management and staff | | | | Managing and leading are different. The idea is to set |
| work together to improve performance and achieve | | | | your team up for success and help them succeed; you |
| goals. | | | | can do this by coaching and mentoring your staff on a |
| Setting and Achieving Goals | | | | regular basis. |
| In addition to the formal, employee performance | | | | Ensure you provide feedback regularly, and make the |
| review, establish a contract with your staff to meet | | | | annual performance evaluation a much more positive |
| regularly throughout the year. For instance, schedule | | | | and rewarding experience. Employees will appreciate |
| semi-formal quarterly previews and commit to | | | | your concern for their growth and development, and |
| unscheduled meetings to occur a minimum of once | | | | management will be satisfied by the accomplishments |
| each week. | | | | of your team. |
| During the quarterly preview, do the evaluation in | | | | Ultimately, leaders who take the time to mentor staff |
| "pencil" so that both parties get a clear indication of | | | | on a regular basis get the most from their team and |
| what will occur during the formal review if nothing | | | | they experience the least amount of collective anxiety |
| changes. These are less stressful and they ensure | | | | during the annual employee performance reviews. |